This document presents an overview of Geert Hofstede's cultural dimensions model. It describes the six dimensions of national culture that Hofstede identified: Power Distance, Individualism, Masculinity, Uncertainty Avoidance, Long-Term Orientation, and Indulgence. For each dimension, characteristics of high and low scoring cultures are provided along with tips for working effectively in those cultures. The document also notes that Hofstede's analysis was done by country and subcultures within countries may differ. It concludes that understanding cultural norms through models like Hofstede's can help navigate interactions in foreign cultures.
This document presents an overview of Geert Hofstede's cultural dimensions model. It describes the six dimensions of national culture that Hofstede identified: Power Distance, Individualism, Masculinity, Uncertainty Avoidance, Long-Term Orientation, and Indulgence. For each dimension, characteristics of high and low scoring cultures are provided along with tips for working effectively in those cultures. The document also notes that Hofstede's analysis was done by country and subcultures within countries may differ. It concludes that understanding cultural norms through models like Hofstede's can help navigate interactions in foreign cultures.
This document presents an overview of Geert Hofstede's cultural dimensions model. It describes the six dimensions of national culture that Hofstede identified: Power Distance, Individualism, Masculinity, Uncertainty Avoidance, Long-Term Orientation, and Indulgence. For each dimension, characteristics of high and low scoring cultures are provided along with tips for working effectively in those cultures. The document also notes that Hofstede's analysis was done by country and subcultures within countries may differ. It concludes that understanding cultural norms through models like Hofstede's can help navigate interactions in foreign cultures.
This document presents an overview of Geert Hofstede's cultural dimensions model. It describes the six dimensions of national culture that Hofstede identified: Power Distance, Individualism, Masculinity, Uncertainty Avoidance, Long-Term Orientation, and Indulgence. For each dimension, characteristics of high and low scoring cultures are provided along with tips for working effectively in those cultures. The document also notes that Hofstede's analysis was done by country and subcultures within countries may differ. It concludes that understanding cultural norms through models like Hofstede's can help navigate interactions in foreign cultures.
1. Power/Distance (PD) This refers to the degree of inequality that exists and is accepted among people with and without power. A high PD score indicates that society accepts an unequal distribution of power, and that people understand "their place" in the system. Low PD means that power is shared and well dispersed. It also means that society members view themselves as equals. Application: According to the model, in a high PD country such as Malaysia (104), you would probably send reports only to top management and have closed-door meetings where only select powerful leaders were in attendance. PD
Characteristics
Tips
High PD
Centralized companies. Strong hierarchies. Large gaps in compensation, authority, and respect.
Flatter organizations. Supervisors and employees are considered almost as equals.
Low PD
Acknowledge a leader's power. Be aware that you may need to go to the top for answers
Use teamwork. Involve as many people as possible in decision making.
2. Individualism (IDV) This refers to the strength of the ties people have to others within the community. A high IDV score indicates loose connections. In countries with a high IDV score there is a lack of interpersonal connection, and little sharing of responsibility beyond family and perhaps a few close friends. A society with a low IDV score would have strong group cohesion, and there would be a large amount of loyalty and respect for members of the group. The group itself is also larger and people take more responsibility for each other's well being. Application: The model suggests that in the Central American countries of Panama and Guatemala where the IDV scores are very low (11 and 6, respectively), a marketing campaign that emphasized benefits to the community or that tied into a popular political movement would likely be understood and well received IDV
Characteristics
Tips
High IDV
High valuation on people's time
and their need for freedom.
Acknowledge accomplishments.
An enjoyment of challenges, and
an expectation of rewards for hard work.
Don't ask for too much personal
information.
Encourage debate expression of own ideas.
and
and
Low IDV
Respect for privacy.
Emphasis on building skills and
becoming masters of something.
Show respect wisdom.
Work for intrinsic rewards.
Harmony more important than
honesty.
Suppress feelings and emotions
to work in harmony.
Respect traditions and introduce
change slowly.
for
age
3. Masculinity (MAS) This refers to how much a society sticks with, and values, traditional male and female roles. High MAS scores are found in countries where men are expected to be "tough," to be the provider, and to be assertive. If women work outside the home, they tend to have separate professions from men. Low MAS scores do not reverse the gender roles. In a low MAS society, the roles are simply blurred. You see women and men working together equally across many professions. Men are allowed to be sensitive, and women can work hard for professional success. Application: Japan is highly masculine with a score of 95, whereas Sweden has the lowest measured value (5). According to the model, if you were to open an office in Japan, you might have greater success if you appointed a male employee to lead the team and had a strong male contingent on the team. In Sweden, on the other hand, you would aim for a team that was balanced in terms of skill rather than gender. MAS
Characteristics
High MAS
Men are masculine
women are feminine.
and
There is a well defined
distinction between men's work and women's work.
Be aware that people may
expect male and female roles to be distinct.
Advise men to avoid discussing
emotions or making emotionally based decisions or arguments.
A woman can do anything a
man can do.
Avoid an mentality.
Powerful and successful
women are admired and respected.
Ensure job design and practices
are not discriminatory to either gender.
Treat men and women equally.
Low MAS
Tips
"old
boys'
club"
4. Uncertainty/Avoidance Index (UAI)
This relates to the degree of anxiety that society members feel when in uncertain or unknown situations. High UAI-scoring nations try to avoid ambiguous situations whenever possible. They are governed by rules and order and they seek a collective "truth." Low UAI scores indicate that the society enjoys novel events and values differences. There are very few rules, and people are encouraged to discover their own truth. Application: Hofstede's Cultural Dimensions imply that when discussing a project with people in Belgium, whose country scored a 94 on the UAI scale, you should investigate the various options and then present a limited number of choices, but have very detailed information available on your contingency and risk plans. (Note that there will be cultural differences between French and Dutch speakers in Belgium.) UAI
Characteristics
Tips
High UAI
Be clear and concise about your
expectations and parameters.
Plan and prepare, communicate
often and early, provide detailed plans, and focus on the tactical aspects of a job or project.
Express your emotions through
hand gestures and raised voices.
Low UAI
Very formal business conduct with lots of rules and policies.
Need and expect structure.
Sense of nervousness spurns high levels of emotion and expression.
Differences are avoided.
Informal business attitude.
More concern with long term
strategy than what is happening on a daily basis.
Do not impose rules or structure
unnecessarily.
Accepting of change and
risk.
Minimize your emotional response
by being calm and contemplating situations before speaking.
Express curiosity when
discover differences.
you
5. Long Term Orientation (LTO)
This refers to how much society values long-standing as opposed to short-term traditions and values. This is the fifth dimension that Hofstede added in the 1990s, after finding that Asian countries with a strong link to Confucian philosophy acted differently from Western cultures. In countries with a high LTO score, delivering on social obligations and avoiding "loss of face" are considered very important. Application: According to the model, people in the United States and United Kingdom have low LTO scores. This suggests that you can pretty much expect anything in this culture in terms of creative expression and novel ideas. The model implies that people in the U.S. and U.K. don't value tradition as much as many others, and are therefore likely to be willing to help you execute the most innovative plans as long as they get to participate fully. (This may be surprising to people in the U.K., with its associations of tradition.) LTO
Characteristics
Tips
High LTO
Family is the basis of society.
Show respect for traditions.
Parents and men have more
authority than young people and women.
Do not display extravagance or
act frivolously.
Reward perseverance, loyalty,
and commitment.
Avoid doing anything that would
cause another to "lose face."
Expect to live by the same
standards and rules you create.
Be respectful of others.
Do not hesitate to introduce
necessary changes.
Low LTO
Strong work ethic.
High value placed education and training.
Promotion of equality.
High creativity, individualism.
Treat others as you would
like to be treated.
Self-actualization is sought.
on
Note: Hofstede's analysis is done by country. While this is valid for many countries, it does not hold in the countries where there are strong subcultures that are based on ethnicity of origin or geography. In Canada, for instance, there is a distinct French Canadian culture that has quite a different set of norms from those of English-speaking Canada. And in Italy, masculinity scores would differ between north and south.
Key Points Cultural norms play a large part in the mechanics and interpersonal relationships of the workplace. When you grow up in a culture, you take your norms of behavior for granted. You don't have to think about your reactions, preferences, and feelings. When you step into a foreign culture, suddenly things seem different. You don't know what to do or say. Using Hofstede's Cultural Dimensions as a starting point, you can evaluate your approach, your decisions, and actions based on a general sense of how the society might think and react to you. Of course, no society is homogenous, and there will be deviations from the norms found. However, with this as your guide you won't be going in blind. The unknown will be a little less intimidating and you'll get a much-needed boost of confidence and security from studying this cultural model.
